The Thoughtful Board Chair

The Thoughtful Board Chair

I was fortunate. During my years as a Head of School I partnered with 13 different board chairs at two different schools. Each of them understood the difference between governing and operating the school. They each believed in thorough strategic planning. Each knew that they were not the head of the complaint department. They managed trustees who wanted their personal agenda to become a strategic initiative. They never tried to be the Directors of HR. Each of them allowed other trustees who led and served on board committees to have a voice. They knew the benefit of having members of the administrative team participate on board committees and at board meetings. And every board chair with whom I worked followed the NAIS Principles of Good Practice for Boards and Trustees, they expected me to follow the PGP for heads of school.

During accreditation visits and now in my work with schools involved in searches for new heads, I was and am still reminded about how fortunate I was to have great partnerships with my board chairs and the other trustees. A Head, and ultimately the school, cannot function optimally without the well placed leadership of the board chair and board.

Many schools will have new board chairs and new heads in the coming month. Along with reading the NAIS Trustee Handbook, the school’s by-laws, and the school’s mission and other core values documents, heads and new board chairs may want to consider the following:

1)   Set up regular meetings with each other. Stay on top of goals like the strategic initiatives, the head’s objectives, committee activities, school issues, and the personal well being of the head, board chair and other community members.

2)   Lead the different constituent groups in role awareness. The Head needs to know his/her role just as the trustees need to know theirs. Faculty, parents, and students also need to understand how they can best support a strong community that strengthens the mission of the school.

3)   Build strong teams. Both the head and the board chair need to build teams to ensure that leadership is developed for the current and future needs of the school.

4)   Have deliberate plans for on-boarding trustees, administrators, faculty, staff students, and parents.The best on-boarding plans last at least a semester with regular meetings and discussions. Getting everyone on the same page early pays great benefits in the long run.

5)   Encourage questions, curiosity, and professional development for all board, faculty and staff. Build a culture that thrives on growth and learning.

6)   Work together on how to have difficult conversations with community members who are not mission or workplace appropriate. Have the courage to tell people they will be better off in a different environment. Heads and Board Chairs do not need to tolerate people who do not agree with their strategic direction for the school.

7)   Plan times for celebration. Acknowledge the big and little successes that occur during the year.

Good luck and best wishes to all new heads and board chairs. You are doing valuable work.

Mike Murphy, Partner

Educational Directions